BENCHMARKING AT XEROX

Click to edit Master subtitle style

Presented by:
Saurabh Katar Vaibhav Nagar Atul Agarwal Apoorv Jhudeley (1021230) (1021235) (1021209) (1021207) Ann Stephen (1021238) Amit Prakash (1021204) 5/12/12 Rahul Sinha

Benchmarking at XEROX

5/12/12

Benefits through Benchmarking

5/12/12

Benchmarking
Benchmarkingis the process of comparing

one's business processes andperformance metricsto industry bests and/orbest practicesfrom other industries.

Dimensions typically measured are quality,

time and cost.

In the process of benchmarking, management

identifies the best firms in their industry, and 5/12/12 compare the results and processes of those

THE TERM
The termbenchmarkingwas first used

bycobblersto measure people's feet for shoes.

They would place someone's foot on a

"bench" and mark it out to make the pattern for the shoes.

Benchmarking is used to measure

performance using a specificindicator(cost 5/12/12 per unit of measure, productivity per unit of

Benchmarking is not:
Just competitor analysis - benchmarking is

best when it involves collaboration

A quick fix, done once for all time -

benchmarking projects may extend over a number of months or even years, and it is vital to repeat them periodically so as not to fall behind as the background environment changes

Catching up - in rapidly changing 5/12/12

circumstances, good practices become dated

Types of Benchmarking
Process benchmarking- Used by companies to improve

specific key processes and operations with the help of best practice organizations involved in performing similar work or offering similar services.

Financial benchmarking- performing a financial analysis

and comparing the results in an effort to assess your overall competitiveness.

Performance benchmarking- Used by companies to

compare their positions with respect to the performance characteristics of their key products and services. Competitive benchmarking involves companies from the same sector.
5/12/12

 Strategic benchmarking- Aimed at improving a

company's overall performance by studying the long-term strategies and approaches that helped the 'best practice' companies to succeed. It involves examining the core competencies, product/service development and innovation strategies of such companies.

Functional benchmarking- A company will focus its

benchmarking on a single function in order to improve the operation of that particular function.

Internal benchmarking: Involves benchmarking

businesses or operations from within the same organisation (e.g. business units in different countries). The main advantages of internal benchmarking are that access to sensitive data and information is easier; standardised data is often readily available; and, usually less time and 5/12/12 resources are needed.

 External Benchmarking: Involves analysing outside

organisations that are known to be best in class. External benchmarking provides opportunities of learning from those who are at the "leading edge".

International benchmarking: Best practitioners are

identified and analysed elsewhere in the world, perhaps because there are too few benchmarking partners within the same country to produce valid results.

5/12/12

Implementation
Identify your problem areas- Research techniques

for identifying problem areas: Informal conversations with customers, employees, or suppliers;exploratory researchtechniques such asfocus groups; or indepthmarketing research,quantitative research,surveys,questionnaires, re-engineering analysis, process mapping, etc. Before embarking on comparison with other organizations it is essential that you know your own organization's function, processes; base lining performance provides a point against which improvement effort can be measured.
Identify other industries that have similar

processes- For instance if one were interested in improving hand offs in addiction treatment he/she would try to identify other fields that also have hand off challenges. 5/12/12
Identify organizations that are leaders in these

Survey companies for measures and

practices- Companies target specific business processes using detailed surveys of measures and practices used to identify business process alternatives and leading companies. Surveys are typically masked to protect confidential data by neutral associations and consultants.

Visit the "best practice" companies to

identify leading edge practicesCompanies typically agree to mutually exchange information beneficial5/12/12 to all parties in a benchmarking group and share

5/12/12

5/12/12

1. Explain the circumstances that led Kearns to adopt the 'Leadership Through Quality' program. In the backdrop of his initiatives to retain Xerox's global competitiveness, comment on the rationale behind the decision to implement benchmarking practices at the 5/12/12 company.

5/12/12

2. Define benchmarking and discuss the various types of benchmarking. Explain the steps involved in the implementation of a typical benchmarking process.
5/12/12

5/12/12

3. Describe Xerox's benchmarking model. How did Xerox go about implementing benchmarking practices in the company?
5/12/12

5/12/12

4. What benefits did Xerox derive from the implementation of benchmarking practices? Why do you think benchmarking initiatives sometimes fail to give companies the expected benefits? Explain how you would go about ensuring the success of the benchmarking initiatives undertaken by the company.
5/12/12

5/12/12

CONCLUSION

5/12/12

y ions n A st e u ? Q s lk fo
5/12/12